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MGMT 525 Test 3 > Conflict Management > Flashcards

Conflict Management Flashcards

1
Q

What are the two types of conflict?

A
  1. Functional

2. Dysfunctional

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2
Q

Define functional conflict.

A

A constructive disagreement; cognitive; positive because if it is managed well we can make something out of the conflict

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3
Q

7 items under functional conflict:

A
  1. Produce new ideas
  2. Safety valve indicating problems
  3. Encourage new learning
  4. Improve working relationships - learn how to work through disagreement
  5. Encourage creativity- resolve conflict; old way didn’t work try something new
  6. Challenge old policies and procedures
  7. Build cohesion within the group
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4
Q

Define dysfunctional conflict.

A

A destructive disagreement; emotional; negative

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5
Q

4 items under dysfunctional conflict

A
  1. Wastes time, energy- less productive
  2. Wastes resources on conflict instead of work
  3. Frustration hypothesis, emotion translates into aggression (have to deal with emotions)
  4. Increases we-they differences in perception (ex. marketing people think a certain way about production people and visa versa)
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6
Q

What are the two causes of conflict in organizations?

A
  1. Structural

2. Personal factors

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7
Q

List the 7 items under structural conflict.

A
  1. Specialization
  2. Interdependence
  3. Common scarce resources
  4. Different goals
  5. Authority relations
  6. Status differences
  7. Jurisdictional ambiguities
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8
Q

Who is responsible for specialization and what is it?

A

Frederick Taylor

Focus on your own job, not others

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9
Q

What is interdependence?

A

You depend on other to do you job.

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10
Q

What are examples of common scarce resources?

A

money, people, equipment

more scare resources= more potential conflict

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11
Q

What are different goals?

A

incompatible with one another

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12
Q

What are authority relations?

A

“superior, inferior”

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13
Q

What is an example of a status difference?

A

management vs. labor

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14
Q

What are jurisdictional ambiguities?

A

Unclear responsibilities

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15
Q

List the 6 personal factors.

A
  1. Difference in skills and abilities
  2. Personality traits
  3. Different perceptions
  4. Different values
  5. Communication barriers
  6. Cultural differences
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16
Q

What do differences in skills and abilities result in?

A

Harder to work with someone perceived to be less competent.

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17
Q

Examples of personality traits that cause conflict?

A

Abrasive, hyper, competitive

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18
Q

Examples of difference perceptions?

A

different backgrounds, departments

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19
Q

Examples of different values?

A

loyalty, work ethic

20
Q

Communication barriers include ____ and ____.

A

language and interpretations of meaning.

21
Q

What are some cultural differences?

A

Relation to authority figures and holidays

22
Q

List the 5 conflict management strategies.

A
  1. Avoidance
  2. Accommodate
  3. Compete
  4. Compromise
  5. Problem solving
23
Q

Conflict management strategies have 2 ___. What are they?

A

dimensions: cooperation and assertion

24
Q

Define avoidance?

A

take no action

25
Q

What are the characteristics of avoidance?

A

Minor issue- why spend a lot of time and resources for such a small issue?
Disruption outweighs benefits of solution
Cooling down period- step back and be more rational rather than emotional
Need information before resolution

26
Q

Define accommodate.

A

Other side gains at your expense

27
Q

What are the characteristics of accommodation?

A

Issues are more important to others than your side
Build social credit to use later
Minimize loss when you are outgunned (have little power)
Harmony is most important

28
Q

Define compete?

A

Maximize own gain at other’s expense

29
Q

What are the characteristics of compete?

A

Quick, decisive action needed
You have the power
You believe that you are right and the other side is wrong

30
Q

Define compromise.

A

Divide gain between own and other side (split the difference)

31
Q

What are the characteristics of compromise?

A

Equal power
Quick solution under time pressure
Appearance of fairness

32
Q

Define problem solving.

A

Work together to increase gain for both sides (win win situation)

33
Q

What are the characteristics of problem solving?

A

Both sides have important issues
Gain commitment from both sides
Merge differences

34
Q

What are the 5 effective conflict techniques?

A 
1. Superordinate goals
2 Expand resources
3. Change personnel
4. Negotiation
5. Neutral third party
35
Q

What are superordinate goals? give examples

A

Achievement requires cooperation from both sides

Ex. quality goals- continuous improvement, customer service

36
Q

Ways to expand resources…

A

creative ways of increasing pie

IDK WTF PIE IS

37
Q

Ways to change personnel include ___.

A

appointing other to committees, authority positions

38
Q

What are the two types of negotiation?

A
  1. Distributive bargaining

2. Integrative bargaining

39
Q

What is distributive bargaining?

A

assume zero sum game (win-lose situation)

40
Q

Methods of distributive bargaining include:

A

threats- strikes, walkout, lockout (strikes are unions basic weapon in negotiation)
Power plays- strike vote
Concede minor issues, stick on important issues

41
Q

What is integrative bargaining?

A

assume nonzero sum game (win-win situation)

42
Q

Methods of integrative bargaining include:

A

problem solving

creating decision making

43
Q

3 types of neutral third parties

A

Mediator
Binding arbitration
Final offer arbitration

44
Q

What does a mediator do and what is the problem with them?

A

they suggest new approaches

problem: nonbinding, not very strong as a result

45
Q

What is binding arbitration and what is the problem with it?

A

arbitrator’s decision is binding on both sides

problem: forces each side to negotiate unrealistically

46
Q

What in final offer arbitration and what is the problem with it?

A

Arbitrator chooses one side’s final offer as the decision.

Problem: forces each side to negotiate realistically

MGMT 525 Test 3 (5 decks)

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